Behavioral interviewing is a method of evaluating job candidates based on their past behavior and performance in specific situations. It involves asking candidates targeted questions about their previous experiences and the specific actions they took in order to assess their skills, knowledge, and suitability for the role.Behavioral interviewing is based on the belief that a person's past behavior is the best predictor of their future behavior. Therefore, by asking candidates about their past experiences and the actions they took in specific situations, it is possible to get a sense of how they are likely to behave in similar situations in the future.Behavioral questions typically begin with phrases such as "Tell me about a time when..." or "Describe a situation in which..." and require the candidate to provide a specific example of their past behavior. This can help to provide a more detailed and accurate assessment of the candidate's skills and abilities than more general questions about their qualifications and experience.Behavioral interviewing can be an effective tool for targeted selection because it allows the interviewer to focus on the specific skills and experiences that are relevant to the role. It can also help to identify candidates who are a good fit for the company's culture and values.

Operational Risk Governance:Sound Practices for the Management and Supervision of Operational Risk BIS June 2011 The Board of Directors Principle 3: The board of directors should establish, approve and periodically review the Framework. The board of directors should oversee senior management to ensure that the policies, processes and systems are implemented effectively at all decision levels. Principle 4: The board of directors should approve and review a risk appetite and tolerance statement for operational risk that articulates the nature, types, and levels of operational risk that the bank is willing to assume. Senior Management Principle 5: Senior management should develop for approval by the board of directors a clear, effective and robust governance structure with well defined, transparent and consistent lines of responsibility. Senior management is responsible for consistently implementing and maintaining throughout the organisation policies, processes and systems for managing operational risk in all of the bank’s material products, services and activities, consistent with the risk appetite and tolerance. Risk Management Environment Identification and Assessment Principle 6: Senior management should ensure the identification and assessment of the operational risk inherent in all material products, activities, processes and systems to ensure the inherent risks and incentives are well understood. Principle 7: Senior management should ensure that there is an approval process for all new products, activities, processes and systems that fully assesses operational risk. Monitoring and Reporting Principle 8: Senior management should implement a process to regularly monitor operational risk profiles and material exposures to losses. Appropriate reporting mechanisms should be in place at the board, senior management, and business line levels that support proactive management of operational risk. Control and Mitigation Principle 9: Banks should have a strong control environment that utilises: policies, processes and systems; appropriate internal controls; and appropriate risk mitigation and/or transfer strategies. Business Resiliency and Continuity Principle 10: Banks should have business resiliency and continuity plans in place to ensure an ability to operate on an ongoing basis and limit losses in the event of severe business disruption. Role of Disclosure Principle 11: A bank’s public disclosures should allow market participants to assess its approach to operational risk management.

Introduction : Le Maroc a fait des progrès significatifs dans la mise en œuvre de sa Strat gie Nationale d'Inclusion Financière (SNIF) en 2022, malgr les d fis conomiques. Cette strat gie se concentre sur plusieurs domaines cl s tels que les paiements mobiles, la microfinance, l'assurance inclusive et l'infrastructure de cr dit. Le pays continue de faire de l'inclusion financière une priorit en tant que moteur cl du d veloppement conomique et social, avec le gouvernement, la banque centrale et d'autres parties prenantes collaborant pour relever les d fis restants. Voici un r sum des principaux axes de la SNIF : 1. Microfinance : - Après l'adoption de la loi n°50-20 en juillet 2021, les travaux d' laboration des textes d'application et du cadre prudentiel relatifs à la microfinance se sont poursuivis tout au long de l'ann e 2022. - Des mesures sp cifiques ont t entreprises en faveur de l'InsurTech, avec l' laboration d'une feuille de route pour la promotion de la digitalisation au sein du secteur de l'assurance. 2. Assurance Inclusive: - L'amendement de la circulaire g n rale de l'ACAPS a permis d' tendre le p rimètre de distribution des produits d'assurance aux tablissements de paiement, dans le but d' largir l'accès aux services d'assurance. - Des tudes ont t men es pour mieux comprendre les besoins en assurance des micro et petites entreprises, soulignant l'importance de solutions financières innovantes et inclusives. 3. Offres Bancaires : - Des efforts ont t d ploy s par les tablissements bancaires pour largir l'inclusion financière des particuliers et des très petites et moyennes entreprises (TPME). - Une mission de revue de la feuille de route des offres bancaires a t lanc e afin d'ajuster les priorit s compte tenu de l' volution du contexte et de l' ch ance de la première phase de la strat gie. 4. Outils d'aide au financement des TPE et Start-ups : - Les discussions se sont poursuivies entre Bank Al-Maghrib, le Ministère des Finances et le Secr tariat G n ral du Gouvernement (SGG) pour faire aboutir le projet de loi sur les Bureaux d'Information sur le Cr dit (BIC). - Des efforts ont galement t d ploy s pour d velopper des m canismes de financement suppl mentaires pour les TPE, notamment le crowdfunding, les fonds de dettes et les OPCC. 5. Comit de Pilotage et de Coordination (CPC) : - Le CPC a tenu des r unions de coordination sp cifiques en 2022 pour suivre l'avancement des travaux, notamment sur les leviers "Offres Bancaires" et "Éducation Financière". - Une approche participative et progressive a t approuv e par le Comit de Suivi pour le d veloppement des programmes d' ducation financière, impliquant les diff rentes parties prenantes. 6. Participation aux v nements internationaux : - L'exp rience marocaine en matière de Strat gie Nationale d'Inclusion Financière a t mise en avant lors de plusieurs v nements internationaux en 2022. - Bank Al-Maghrib a notamment partag les r alisations de la strat gie et les enseignements tir s lors de ces v nements. 7. B n ficiaires des programmes d' ducation financière : - En 2022, les efforts constants des parties prenantes ont permis d'atteindre 27 080 b n ficiaires directs de formation, dont 66% de femmes, 31% de jeunes de 15 à 24 ans et 27% de personnes en milieu rural. 8. Outils de pilotage de la strat gie : - Bank Al-Maghrib a multipli ses efforts pour assurer une valuation fiable des diff rentes dimensions de l'inclusion financière, notamment à travers la mise en place d'un Système de Cartographie de l'Inclusion Financière (SCIF). - Ce projet vise à concevoir un outil de r f rence nationale en termes de donn es sur l'inclusion financière, en consolidant les indicateurs côt offre et demande ainsi que les donn es sociod mographiques. Lien vers le Rapport: https://www.bkam.ma/content/download/804298/8866311/Rapport%20SNIF%202022%20V%2003042024.pdf